Becoming a Certified First Nations Health Manager. Pathways to Certification

Transcription

1 Becoming a Certified First Nations Health Manager Pathways to Certification

2 Workshop Agenda 1. Introductions and Video 2. About FNHMA 3. Understanding Certification and Competencies 4. The Pathways

3 First Nations Health Managers Association (FNHMA) The FNHMA is: a national, professional association exclusively serving the needs of individuals working for or aspiring to health manager positions with First Nations organizations. committed to excellence in expanding health management capacity for First Nations organizations. responsible for providing training, certification, and professional development opportunities in First Nations health management.

4 About the First Nations Health Managers Association (FNHMA) The FNHMA promotes and contributes to the advancement of First Nations health management and provides opportunities to share knowledge. The FNHMA offers a certification program leading to the Certified First Nations Health Manager (CFNHM) professional designation. Health managers from across Canada can take advantage of the professional program leading to certification and the CFNHM professional designation. CFNHMs and others can access ongoing professional development to increase their knowledge and achieve their peak professional growth.

5 About FNHMA Membership Benefits FNHMA members benefit from various programs and services such as: CFNHM Certification Standards of Ethical Conduct Standards for Professional Competencies Publications Website and Knowledge Circle with Access to Practices and Tools Annual Conference and Exhibition Networking Research, Information & Networking Relevant Workshops Career Support Services

6 About FNHMA - Membership Membership Requirements: To be admitted as a candidate member of FNHMA you must: a) Be working in health management or have completed several courses that relate to the competency standards; and b) Pay the required annual membership dues.

7 Understanding Certification What is a CFNHM? A highly-skilled professional, committed to personal career development, standards of ethical conduct and First Nations health management. An expert in health management for First Nations organizations Valued for their understanding of health management and services: Is a source and interpreter on health issues and health management matters They help improve the decision-making process.

8 Professional Standards Competency Standards Ethical Standards Certification Standards (Professional Program, Experience, Professional Examination and Maintenance of Certification)

9 FNHMA Competency Standards The Certification Program measures the following core competency domains: 1. Leadership and Governance 2. Professionalism 3. Advocacy, Partnerships and Relationships 4. Human Resources Management 5. Financial Management and Accountability 6. Health Services Delivery 7. Quality Improvement and Assurance 8. Planning 9. Communication 10. Cultural Awareness Details can be found at

10 Understanding Competencies Knowledge, Skills and Attitude Functional Enabling

11 Ethical Standards Code of Conduct Standards of Ethical Conduct Administration

12 Certification Standards Pathways and Entrance Requirements Regular Path Prior Learning and Recognition Path Professional Program (Educational Course Requirements, Practical Work Experience Requirements and Professional Examination) Maintenance of Certification- completion of ongoing professional development

13 Becoming a CFNHM PLAR Path If you have been working as a First Nation Health Manager for more than seven years and have supervisory experience complete the competency self-evaluation tool. If you have more than 80 percent of the competencies indicated, you may wish to take the PLAR (Prior Learning Assessment and Recognition) The PLAR pathway requires completion of a portfolio and is outlined in the PLAR policy. More on this later.

14 Becoming A CFNHM If you have less than seven years of experience you will be required to take the regular path to certification. The regular path involves taking or earning exemptions for courses as well as meeting the working experience requirements and successfully passing the professional examination.

15 Certified First Nations Health Manager (CFNHM) Becoming a CFNHM can be achieved through two different paths: 1. Regular path to certification: Become a candidate member Enroll and successfully complete the AHM Program (five courses) Successfully complete the Professional Examination Meet the Practical Work Experience Requirements Meet Sponsorship Requirements and agree to ethical requirement 2. Prior Learning Assessment & Recognition (PLAR) path to certification: Admission to Professional Membership Become a candidate member Have more than seven years related health management experience Complete the Competency Self- Assessment and, if ready, complete the PLAR Portfolio Obtain approval of your PLAR Portfolio Meet Sponsorship Requirements and agree to ethical requirement Admission to Professional Membership

16 1. History 2. Policy 3. Systems and Programs 4. Determinants 5. Epidemiology 6. Health Human Resources 7. Communities 8. Health Governance 9. Health Issues 10. Future Directions CFNHM 100 Health Issues and Systems Online September and February intakes Also available for the Intensive version with 12 or more participants.

17 1. Leadership CFNHM 200 Leadership and Strategy 2. Problem-Solving and Decision-Making 3. Working with People 4. Working with Change 5. Strategy Formulation 6. Strategy Implementation 7. Strategy Evaluation 8. Accountability 9. Performance Management 10. Policies and Structures Online September and February intakes Also available for the Intensive version with 12 or more participants.

18 CFNHM 300 Health Management Services 1 1. Understanding Community Needs 2. Program and Services Development 3. Program and Project Management 4. Program and Services Evaluation 5. Continuous Quality Improvement 6. Benchmarking, Best Practices and Innovation 7. Risk Management 8. Advocacy, Partnerships and Relationships 9. Community Engagement 10. Program Communications Online September and February intakes Also available for the Intensive version with 12 or more participants.

19 CFNHM 400 Health Management Services 2 1. Human Resource Management - People 2. Human Resource Management - Practices 3. Meeting Management 4. Negotiations and Dispute Resolution 5. Financial and Management Accounting 6. Funding and Proposals 7. Funding and Reporting 8. Technology 9. Information and Knowledge Management 10. General Operations (legal, facilities, insurance, etc.) Online September and February intakes Also available for the Intensive version with 12 or more participants.

20 CFNHM 500 Professionalism, Ethics and Cultural Awareness 1. Cultures and Communities 2. Cultures and Health Care 3. Professionalism (include own limitations) 4. Continuous Learning 5. Ethical Considerations 6. Self-Care 7. Integration of Information and Knowledge Project Online September and February intakes Also available for the Intensive version with 12 or more participants.

21 Sample Learning Objectives for Course 300 Lesson 2 - Program and Services Development The objectives of this lesson are to help you: know how to find and use different sources of data (community needs assessments, evaluation results, program data, community health plan, etc.) to determine feasibility and design programs and services; understand the need for policies that support new programs and services; know the potential sources of funding for program development; appreciate the value of developing and leveraging a variety of relationships, including partnerships and sponsorships, to improve the development of programs and services; understand the elements of a program framework; be able to develop a program proposal.

22 Becoming a CFNHM PLAR Path The certification standards provide for a Prior Learning Assessment and Recognition (PLAR) process as an alternative path towards certification as a health manager. Candidates with seven or more years of health services management experience including supervisory experience gained in a First Nations environment may take the PLAR path to professional certification. They will need to complete the competency self-evaluation tool. If they have more than 80 percent of the competencies indicated, they may wish to take the PLAR. Individuals applying for PLAR have their knowledge and skills evaluated against the First Nations Health Manager s Association s Competency Standards. The PLAR path requires completion of a portfolio which will be reviewed by assessors. The PLAR pathway is outlined in the PLAR policy and Guide to PLAR.

23 What is PLAR? History A small amount of adult learning is recognized in society even though most learning, skills, attitudes and experiences come in forms not captured easily by a education transcript, where it is more difficult to identify, assess and recognize these assets. Little is known about the nature of informal learning and its relationship to formal learning. PLAR is a tool that helps increase recognition of informal learning Much of the evidence of PLAR s efficacy is based on anecdotal accounts of the experiences of individuals and specific projects.

24 What is PLAR? Prior Learning Assessment and Recognition (PLAR) is the formal evaluation and credit-granting process that individuals may obtain for prior learning. Prior learning includes the experience, professional development, education and skills that individuals have been acquired formally and/or informally. The certification standards provide for a PLAR process as an alternative path towards certification as a health manager. The process provides for an evaluation of an individuals portfolio to the First Nations Health Manager s Association s Competency Standards and other certification criteria.

25 PLAR Pathway After your PLAR Portfolio is reviewed you may be faced with one of the following options: Your name will be presented to the board for approval You will be required to write the professional exam You will be required to write the professional exam and complete specific courses

26 Applicants for PLAR must: 1. Complete the Competency Self Assessment to assess your readiness for PLAR 2. Review requirements for the PLAR Program 3. Provide evidence of seven years of health management experience gained in an First Nations environment 4. Develop and a submit a PLAR Portfolio based on the information provided in the PLAR Portfolio Development Guide 5. Be aware that there is no guarantee that your portfolio will be approved

27 FNHMA Competency Self-Assessment Tool Objectives of the FNHMA Competency Self-Assessment tool: To provide an opportunity to assess one s current knowledge and skills; To determine one s professional development needs; and To measure progress towards becoming a culturally competent and professional First Nations health manager.

28 FNHMA Competency Self-Assessment Tool RATING SYSTEM: Excellent: You are performing in this area at a consistently superior level. This is one of your major strengths. Satisfactory: Your performance is effective and occasionally you perform at a superior level. Needs Improvement: You sometimes perform well and on occasion fall below the standards expected. You require some development and change in order to improve performance to a consistent effective level. Unacceptable: You require substantial development and change for this item in order to function effectively. Unable to Rate: You have not engaged in this activity.

29 FNHMA Competency Self-Assessment Tool How the FNHMA Competency Self-Assessment Tool works: For each of the items listed, put an [ ] in the column that corresponds the most to your knowledge and abilities as a health manager. Note the items with a [ ] in the Needs Improvement or Unacceptable column and record them in the area titled My Competency Development Action Plan (CDAP). For each item listed in the CDAP, complete the required documentation. This information will help you take the results from your selfassessment and focus your future development needs. Individuals with minimal Needs Improvement or Unacceptable ratings should consider using the PLAR process for certification.

30 FNHMA Self-Assessment Tool - Example E = Excellent S = Satisfactory NI = Needs Improvement U = Unacceptable UR = Unable to Rate Domain 8: Planning 8.1 Strategic and operational planning: Knowledge and abilities in strategic and operational planning. i. Develops processes for long and shorter term organizational and community health planning. E S NI U UR ii. Incorporates and integrates key components of strategic planning such as vision and mission statement development, SWOT analysis, issue identification, strategy development, implementation and innovation. iii. Facilitates strategic, operational and program planning with staff. iv. Links individual workplans and staff performance to strategic plans. v. Involves staff and relevant community members in strategic planning process. vi. Develops and implements strategic and operational plans. vii. Communicates the plan and its progress to relevant stakeholders, including the community.

31 FNHMA Self-Assessment Tool - Example Your Score Card: Domain E S NI U UR Domain 1: Leadership & Governance Domain 2: Professionalism Domain 3: Advocacy, Partnerships & Relationships Domain 4: Human Resource Management Domain 5: Financial Management & Accountability Domain 6: Health Service Delivery Domain 7: Quality Improvement & Assurance Domain 8: Planning Domain 9: Communication Domain 10: Cultural Awareness TOTAL

32 FNHMA Self-Assessment Tool - Example My Competency Development Action Plan (CDAP). Indicators Requiring Improvement What needs to occur? When does this occur? What resources are required? How will I measure success? I will hold myself accountable by: I am committed to making this plan work Signature Date

33 How to Build the Portfolio and Essential Content

34 What is a Portfolio? A portfolio is a record of your learning from educational, work and personal experience. It is developed by you to support your claim of competence and credit toward being accepted as a certified member.

35 What should my portfolio contain? Some items your portfolio should contain: a) A table of contents b) A cover letter of introduction and a request for a PLAR review c) A resume that demonstrates the seven years work experience requirement d) A completed evidence grid for each of the competencies for which you are seeking advanced standing e) Related education and work experience to prove the competencies for which you are applying f) Job descriptions g) Completed Self-assessment h) Other letters of support two sponsors and verification where applicable

36 What should my portfolio contain? KNOWLEDGE EVIDENCE PERFORMANCE EVIDENCE EVIDENCE OF PRIOR LEARNING Gathered from any or all of the following sources: - tests, reports, documents - designs - products - projects or assignments - testimonials from employers /teachers Gathered from any or all of the following sources: - observation in workplace - workplace examples - simulations - skill tests - job description - performance appraisal - testimonials Gathered from any or all of the following sources: - certificates, diplomas - transcripts - course outlines and descriptions related to health services management - workshop and conference outlines or descriptions

37 Portfolio Self-Assessment Evidence Grid (Example) Competency 1.4 Managing Change: The ability to guide and manage change, consistent with the vision and values of the organization. i) Implements and sustains positive change. ii) Leads staff through stressful or unusual situations and maintains positive morale. iii) Empowers staff to undertake their own problem-solving and organizational improvements. Evidence Educational: Successful completed the U of M course, Working with Change 205. See Appendix one for the course description and transcript. Professional Experience: I have put in place three new health programs and phased out one. Using managing change techniques disruptions were limited and an orderly transition occurred. Projects and Reports: See an outline of my report on.

38 Developing the Evidence Grid Reference materials Job descriptions Resume Educational activity Projects and reports

39 Preparing the Application Checklist Dates Fees and Member Dues Submission

40 PLAR Assessment and Results Assessment Notice and Decision Activities to meet requirements Approvals

41 Who assesses my portfolio? Assessors are experienced professionals with a sound awareness of the competency standards and training in the assessment of portfolios. The assessors follow a guide and evaluate each submission according to the national competency standards. Assessors will look for evidence that the candidate is competent in at least 80% of the FNHMA competencies.

42 Portfolio Decisions Following the review of the Portfolio submission, PLAR assessors may: a) Recommend the candidate for certified membership; or b) Recommend that the candidate engage in additional development activities to meet specific educational, experience or examination requirements, for further submission and assessment. Upon notice of the PLAR Portfolio Assessment review: Where requirements have not been met, candidates will be required to upgrade by taking courses, having more experience, or by taking the professional examination, as required, and resubmitting. Where requirements have been met and eligibility for certification has been approved, sign an agreement to abide by the Code of Ethics and Standards of Ethical Conduct. Upon receipt of this information, your name will be forwarded to the board for approval.

43 Please remember... Before December 31, 2016, candidates who s portfolio evidence is approved will be exempt from the Professional Examination. After this date, all successful PLAR Candidates will be required to write the Professional Examination.

44 Maintenance of Certification (MOC) To maintain your CFNHM designation, you need to: Be a member in good standing with the FNHMA; Meet the Maintenance of Certification (MOC) requirement. The MOC requirement requires all CFNHMs to engage in 20 hours of continuing professional development each year which must be relevant to First Nations health management. This ensures that CFNHMs are up-to-date on the most current First Nations health management issues and practices.

45 Professional Development Take CFNHM Program Courses even if you re certified Annual Conference Publications Knowledge Circle Workshops

46 Questions FNHMA CFNHM Certification PLAR Policy and Process Maintenance of Certification Becoming a Member

47 For more information about the First Nations Health Managers Association, visit our website: Or, you may contact: Marion Crowe, CFNHM Executive Director (T) (F) Nicole Callihoo Manager of Education and Operations (T) (F)

48 We hope you become a Certified First Nations Health Manager and help FNHMA make a difference